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| Criterion |  Agile Ideal Days |  Agile Affinity Estimation |  Decision Making Delphi Method |  Agile Planning Poker |
|---|---|---|---|---|
Purposedifferent | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | When many tasks need to be classified quickly, it sorts them by perceived effort and similarity. It reduces the effort of fine-grained estimation for large volumes. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 15-60 min | 30-90 min | 1-4 Wochen | 2-5 min je Item |
Participantsdifferent | 2-9 | 3-12 | 6-30 Experten | 3-9 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Affinity Size Map, Grouped Estimates, Unclear Items | Expert Forecast, Consensus Range, Assumption Notes | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | EstimationEffortAgile | EstimationBacklogRelative sizing | ForecastingExpertsDecisionStrategy | EstimationAgileRelative sizingTeam |